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The purpose of this paper is to highlight a work-based leadership learning and development experience between a university and an organization in the Midwest of the USA.

The viewpoint highlights how the interplay of leadership in complex adaptive systems and Leadership-as-Practice development supports the need for work-based learning approaches to leadership development. The authors describe how the process of executive team meeting observations as a work-based, inquiry-focused leadership development intervention created a container for team members to explore their interactions and flow of practice in their everyday work experience.

Meeting observation and debriefing can be a powerful tool for work-based learning. This practice adds to the growing body of literature on collective, relational and practice leadership and offers insight into work-based learning for leadership learning and development.

Partnerships between higher education institutions and industry can create broader opportunities for leadership learning and development and contribute to organizational and community development. Leadership developers, consultants, coaches, trainers and practitioners can incorporate leadership learning and development experiences within existing organizational structures and systems.

This viewpoint provides new insights into a university-industry partnership to explore the impact of work-based leadership development exercises through meeting observations and debriefing activities.

This study investigates the relationship between telework frequency and knowledge management (KM) activity in Japan and the USA. By examining how telework impacts KM activity differently across these two countries, this study aims to provide insights into the design and implementation of effective telework policies tailored to specific cultural contexts.

Linear and quadratic regression analyses were conducted to explore the relationship between telework frequency and KM activity. Data was collected from samples in Japan and the USA, with respondents categorized based on prior telework experience. Various KM activities such as knowledge acquisition, sharing and application were measured using established scales.

In Japan, an inverted U-shaped relationship between telework frequency and KM activity was observed, with optimal activity occurring at four days of telework per week. Conversely, the USA demonstrated a linear relationship, indicating sustained KM activity across different telework frequencies. Notably, individuals with prior telework experience showed higher levels of KM activity compared to those without experience.

This study contributes to the understanding of how cultural differences influence the relationship between telework and KM activity, and ultimately learning. By highlighting the nuanced patterns observed in Japan and the USA, it emphasizes the importance of tailored telework policies and support mechanisms for effective KM in diverse cultural contexts. Future research could further explore additional explanatory variables and their impact on telework-related outcomes.

Social enterprises (SEs) are increasingly expected to rely on formal methodologies to assess their social impact. These structured methodologies, which produce objective and evidence-based measures of impact, are sometimes opposed to bricolage approaches that “make do” with what is at hand. This paper aims to question this distinction by identifying the conflicting considerations that arise in the process of implementing a formal methodology, which might lead SEs to rely on bricolage mechanisms. The authors propose a model of “formally-driven” bricolage with core principles to navigate between those considerations.

Adopting an inductive approach, the authors draw on the in-depth case study of a work integration SE engaged in a formal social impact assessment (SIA) through collaborative research.

First, the authors identify five types of considerations (feasibility, efficiency, ethics, legitimacy and aim) that come into tension with the primary considerations of formality in formal methodologies, leading SEs to still rely on bricolage mechanisms. Second, the authors identify five principles (multidimensional, participative, cultural, mixed-method and adaptive) that permit navigation between those conflicting considerations. Based on the findings, the authors develop a model of “formally-driven” bricolage.

The contribution is methodological, theoretical and practical. The authors bridge the gap between theory and practice through long-term immersion in an SE. The authors contribute to the understanding of the use of bricolage in SIA by investigating why and how bricolage is still at play in formal assessments. The proposed model of “formally-driven” bricolage can help researchers and practitioners to better grasp the ins and outs of the SIA process.

In the evolving digital work landscape, where cyberloafing has become a notable challenge, this study aims to investigate the mechanisms through which organizations can effectively reduce such behaviors. Specifically, the research explores the role of employee adaptability in mitigating cyberloafing, taking into account the influences of temporal leadership, teamwork attitudes, and competitive work environments.

Utilizing the broaden-and-build theory and the job demands-resources (JD-R) model, we analyzed data from 245 employees through structural equation modeling (SEM) to investigate how various factors influence cyberloafing.

The results indicate that employee adaptability significantly mitigates cyberloafing and serves as a mediating factor between temporal leadership, teamwork attitudes, and the impact of competitive work environments on cyberloafing. Temporal leadership and teamwork attitudes positively correlate with increased adaptability, thereby reducing cyberloafing. Conversely, competitive work environments, while slightly enhancing adaptability, substantially increase cyberloafing.

The study contributes new insights into the dynamics of cyberloafing, emphasizing the critical roles of adaptability, teamwork attitudes, and temporal leadership in reducing such behaviors. It underscores the need for organizations to foster a supportive culture that minimizes competitive pressures and promotes teamwork and leadership strategies conducive to high productivity and minimal cyberloafing. This research offers practical implications for designing workplace strategies aimed at boosting productivity and curbing undesirable online behaviors during work hours.

The purpose of this study is to revisit the conventional wisdom about a key contribution [i.e. strengths, weaknesses, opportunities, threats (SWOT) analysis] in the field of strategic management. The societal context and the role of academics, consultants and executives is taken into account in the emergence of SWOT analysis during the 1960–1980 period as a pivotal development within the broader context of the satisfactory, opportunities, faults, threats (SOFT) approach. The authors report on both the content and the approach, so that other scholars seeking to invigorate indigenous theories and/or underreported strategy practices will thrive.

Applying a historiographic approach, the authors introduce an evidence-based methodology for interpreting historical sources. This methodology incorporates source criticism, triangulation and hermeneutical interpretation, drawing upon insights from robust evidence through three iterative stages.

The underreporting of the SOFT approach/SWOT analysis can be attributed to several factors, including strategy tools being integrated into planning frameworks rather than being published as standalone materials; restricted circulation of crucial long-range planning service/theory and practice of planning reports due to copyright limitations; restricted access to the Stanford Research Institute Planning Library in California; and the enduring popularity of SOFT and SWOT variations, driven in part by their memorable acronyms.

In the spirit of a renaissance in strategic planning research, the authors unveil novel theoretical and social connections in the emergence of SWOT analysis by combining evidence from both theory and practice and delving into previously unexplored areas.

Caution is advised for scholars who examine the discrete time frame of 1960–1980 through mere bibliometric techniques. This study underscores the risks associated with gathering incomplete and/or inaccurate data, emphasizing the importance of triangulating evidence beyond scholarly databases. The paradigm shift of strategic management research due to the advent of large language models poses new challenges and the risk of conserving and perpetuating academic urban legends, myths and lies if training data is not adequately curated.

As it is known, the accounting information system (AIS) plays a significant role in the business ecosystem by recording and processing financial and accounting data and reporting the produced information to all relevant parties for decision-making. However, its used methods and systems, including double-entry bookkeeping and enterprise resource planning (ERP) systems, have limitations, especially in terms of trust and reliability concerns for stakeholders and the possible scope for records manipulation and fraud. The application of blockchain technology is believed to enhance the reliability of the AIS and addresses many of its current limitations. Blockchain can offer numerous benefits if used to manage AIS functions through enhanced trust, reliability, and transparency, increased efficiency, reduced costs and fraud, improved accounting information quality and real-time accounting. Nevertheless, the adoption and implementation of blockchain in the AIS are associated with several technical and nontechnical challenges which are not easy to address and could limit the wide technology adoption in the immediate future. Considering that a full understanding of the benefits and challenges of adopting blockchain in the AIS still needs more clarification, this chapter examines blockchain technology and its implications for the AIS. It reviews blockchain characteristics and its benefits to the AIS, discusses its possible integration into the AIS, outlines adoption and implementation challenges, and suggests critical avenues for future research.

The purpose of this research is to develop empirically grounded propositions for further research into UK manufacturing productivity.

Interviews were conducted with managers from strategic, tactical and operational levels from four manufacturing sectors to produce case studies. A modified strategic alignment theory framework was used to code, compare and contrast narratives on perceived productivity antecedents, definitions, compatibility with the definition from the UK Office for National Statistics, and vertical alignment issues within and across cases.

It was found that different key antecedents can facilitate and/or prevent strategic vertical alignment. Discussion reveals complex nuances in perceptions of manufacturing productivity and using the modified strategic alignment theory/productivity antecedent framework.

In revealing the alignment or otherwise of productivity definitions at different levels within the firm, the paper reveals nine propositions for future research including definitions, skills, metrics, performance measurement systems, people and system-centric perspectives, the value-added perspective of productivity and the role of innovation.

My aim is to advance competitive dynamics scholarship by presenting and developing the notion of locus inflection episodes. Such episodes refer to situations featuring changes that specifically generate shifts in the levels at which various actors aggregate as competitors.

I ground my theorizing in reanalyzes of two published studies, selected from management literature located beyond competitive dynamics scholarship. These two studies were originally not centered on locus inflection episodes, but the studies feature illustrative instances of such episodes.

My reanalyzes highlight two salient situations when the strategic repertoires of actions and responses deployed by competing firms create or dissolve various organizational forms that produce shifts in aggregation levels, thus generating locus inflection episodes. These situations include the creation as well as the dissolution of meta-organizations. Throughout the two situations, organizers of competition play an important role as actors that do not compete, but that nonetheless affect how competition unfolds by sparking inflection episodes.

Competitive dynamics scholars have primarily examined what firms do throughout the process of competition (i.e. its “how”). But they have largely disregarded that what firms do when deploying strategic repertoires may include the creation or dissolution of various organizational forms, and that this creation or dissolution can shift the aggregation levels at which competition unfolds. Such shifts are captured by the notion of locus inflection episodes, and competitive dynamics scholars could utilize it to approach the locus of competition (i.e. its “who” and “where”) as a changeable aspect throughout the process of competition.